Recruitment

• Questions that should be asked before recruiting:
• What is the purpose of the job?
• Is it necessary?
• Could it be combined with another job or jobs or could tasks be allocated to make better use of other people in the department?
• Can we learn any lesson from the record of the last incumbent?
• Could the vacancy be used as a temporary training position?
• Are we certain that no existing employee would be suitable?  Could we afford to train someone?

Human Resource Accounting

 Managers should think of employees as resources rather than costs.

Different forms of employment are used to allow the organisation some adaptability in a changing environment.

There are three main levels of employment:

• Prime Employees: These are direct employees on permanent contracts
• Secondary Employees: Also direct employees, but on temporary or part-time contracts
• Outworkers: These are not employees at all but contractors, agency staff or consultants

Job Specification

• The headings for a typical job specification may include:
• The job title
• The department
• To whom the job reports and at what level
• Specific responsibilities and any special skills needed e.g. computer, language
• Details of work load and priorities
• Details of the grade and salary range

Job Classification

 Factors to consider when analysing jobs are:

Differences between good and poor performers:

• Difference in skill
• Difference in qualifications or experience
• Difference in circumstances such as age or closeness to work

Difficult aspects of the work:

• Outline where mistakes are made
• Outline the type of previous experience which will minimise the risk of poor performance aspect

Sources of dissatisfaction in the job:

• Attractive features which may be useful in “selling” the job
• Personality and motivation requirements for successful performance of the job

Person Specification

The only practical way of incorporating all the data gathered during the job analysis is to draw up a plan, which can be referred to at any time during the selection procedure.

There are two plans:

Five Point Plan

• Impact
  
• Qualifications
  
• Brains & Abilities
  
• Motivation
  
• Adjustment

Seven Point Plan     

• Physical make up 
  
• Attainments / Achievements 
  
• General Intelligence 
  
• Special Abilities / Skills 
  
• Interests 
  
• Disposition
  
• Circumstances

Eight headings drawn from both the seven and five point plans are:

First Impressions: This includes the following

• Appearance
  
• Bearing
  
• Speech
  
• Manner

Education and Qualifications:

It is a common fault amongst managers to demand higher levels of education than is realistic. Where applicants are over qualified they may become disillusioned with the job and its lack of prospects.

General Intelligence and Special Aptitudes / Skills:

Levels of general intelligence should be specified unless there is good evidence that the requirements are valid.

Personal Circumstances:

Designed to take into account personal factors such as age, health, mobility, family and local ties.

Experience:

This is the most important heading, it is not only full time work where experience is gained, consideration should be also given to part time work, vacation / holiday jobs and voluntary work.

Interests:

A person's interests tell you what they do from choice and gives you an insight into what are the most difficult factors to specify and assess, which are personality and motivation.  Interests also indicate potential skills and abilities not revealed in the applicants’ career history. Examples include: Participation in intellectual pursuits may indicate an active mind capable of further development or retraining or leadership of a group may indicate management ability.

Personality:

The list of qualities that could be specified is endless and the temptation to demand everything from an applicant should be avoided.

Motivation:

What motivators, if any, does the job contain?  These can be matched with the applicants’ ambitions / goals, likes and dislikes during the interview.

Attracting Candidates / Applicants

 There are three ways of encouraging suitable external applicants to come forward for final selection

Casual Application:

Applicants will write to the company ‘out of the blue’ saving time and money.  Some companies rely on recommendations from their existing staff.

Advertising:

There are several decisions to be made when advertising: -

• What information to include or exclude
• Layout of the advertisement
• Media to be used

Information to be included:

• Company details
• Job details
• Career opportunities
• Salary level or grade
• Qualifications and experience required
• Age band, presence of second language
• Suggested profile of applicant

Presentation of the Advertisement:

It will depend largely upon the media selected and the job content.  The layout should be clear, gain attention and provide the desired company image.

Methods of Advertising:

• In – house notice boards and newsletters
• Job centres
• Recruitment agencies
• Local radio and television
• Local / national newspaper

Agencies (Recruitment Consultants):

There are several distinct advantages in employing an agency

• They are paid by results
• They may be familiar with the industry, and have special knowledge of its requirements.
• They will have experience of selection and advertising simply because they do it on a regular basis.

Selection:

Before selection can take place the number of applicants must be reduced to manageable proportions.  There are two methods available:

• Telephone Screening: This can shorten the time of selection because interview dates can be arranged immediately for suitable applicants
• Letters, CV’s or Application Forms: People responding to the job advertisement will be most often be asked to complete a job application form or to sent details of previous job experience and qualifications together with personal details.

Interviews:

The interviewer should ensure that:

• All details have been compared with personal specification and key questions prepared for strengths / weaknesses
• A suitable room has been arranged with no interruption
• Some sort of positive action is arranged at the end of the interview

Information that the recruit needs to know about the company:

• A brief description of the company and the departments
• Basic conditions of employment e.g. hours of work, holidays, superannuation
• Pay: pay scales, when and how they will be paid, deductions, queries, sickness
• Notification of absence: certificates, pay
• Leave of absence
• Work rules
• Appraisal and promotion procedures
• Education and training facilities
• Health and safety arrangements
• Medical and first aid facilities
• Telephone calls and correspondence

Department Introduction:

• Interpersonal relations: Superior, Subordinates, Colleagues
• Physical layout: Toilet, Photocopier, Offices
• Job Content and Performance Standards.

Disclaimer: This is not advice. Items herein are general comments only and do not constitute or convey advice per se. The information contained in this article is for guidance only and should not be relied upon without obtaining professional advice having regard to your specific circumstances.